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Program Management
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Select four articles that are from scholarly, peer-reviewed journals. Explain each article’s theoretical and methodological relevance to your chosen area of management research (Program Management), describing why and how the research in each article selection pertains to your area of research interest in the management field, and indicating the strengths and weaknesses of each article’s research (One page per article—each article review must be submitted on a new, separate page. Each page must include the title of the article that is reviewed.)
Include a reference list using American Psychological Association style. The reference list must show the name of the author, article title, journal, and volume in the correct APA format (one page)
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Program Management Article Review
Sustainability in Project Management Competencies: Analyzing the Competence Gap of Project Managers by Silvius, A.J. and Schipper, P.J.
This article focuses on sustainability as a highly relevant strategy for modern organizations that seek to enhance competitiveness. The theoretical relevance of this research for my chosen area is mainly based factors enhancing program management success. The research addresses this by providing that besides ensuring program performance, sustainability is important in overall success of the organization, hence why program managers must strive towards ensuring that programs contribute to sustainability….
Professional Discourses and Resistance to Change by Pieterse, J. H., Caniels, M. C. and Homan, T.
Change management remains one of the most common challenges in program management and resistance to change may affect program success in a significant manner. Accordingly, the article by Pieterse, Caniels and Homan provides information that is highly relevant to my area of management research. In this article, the authors discuss professional discourse differences among groups working together, which is suggested as the cause of resistance to change. They also provide a solution based on this observation, noting that managing professional discourses is paramount in enhancing change programs….
Program Management Article Review
Stakeholder Inclusiveness: Enriching Project Management with General Stakeholder Theory by Eskerod, P., Huemann, M. and Ringhofer, C.
The focus of this article is stakeholder satisfaction through inclusiveness, which is a highly relevant topic in program management. The authors discuss the need to meet stakeholder expectations and how inclusiveness could be affect project success, both positively and negatively. Program management to a significant extent dwells on the ability to satisfy stakeholders by demonstrating that the resources provided have achieved the desired purpose. Therefore, this research provides considerable theoretical relevance to my area of research.
In this article, the researchers are concerned about the non-commercial value of projects. In program management, a major focus is given to the tangible value of projects and this could eventually affect the overall impact of the programs, which explains why this article is of great relevance to the research area. The article discusses value management and how it can be achieved through considering stakeholder expectations, promoting sense-making and interdependencies between players. These factors significantly match some of the objectives of program management and the research therefore achieves theoretical relevance to my chosen area…
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The Warren Buffet investment philosophies
1) Explain the Warren Buffett investment philosophies. Do you agree with them?
2) Calculate IRR of investment in Mid-American Corp. Finish the excel spread sheet in the attached excel file.
3) As for the investment of PacifiCorp, answer the following questions:
1. What does the stock market seem to be saying about the acquisition of PacifiCorp by Berkshire Hathaway?
Pay attention that stock prices are the present value of expected cash flows. How do the investors (shareholders) respond to the PacifiCorp announcement?
2. Based on your own analysis, what do you think PacifiCorp was worth on its own before its acquisition by Berkshire?
Does the bid price seem to be a fairly full-price offer for PacifiCorp? First estimate the implicit value of PacifiCorp with the information in exhibit 9 and 10 and compare the acquisition offer: 9.4 (4.3+5.1) billion.
3. Is the PacifiCorp acquisition a good or bad deal? Why?
The main contradiction is the full price and the positive market reaction to the announcement.
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The Warren Buffet investment philosophies
Warren E. Buffett, CEO of Berkshire Hathaway, is among the top-notch modern-day investors. He uses a classic approach to investing based on fundamental foundations learned from Robert Graham. Some of the core investment policies that Buffett uses ensure Berkshire strategically and critically analyzes an investment before committing. Buffett’s fundamental principle is that he has to have sufficient understanding of the business in order to invest.
In addition, it has to be a favorable choice in terms of the operational strategy, returns, long-term prospects, and leadership (Lane, 2017; John, 2016). For acquisitions, Buffett, as well as Berkshire prefer large purchases with consistent earning power, high ROE and low debt. This is in addition to a sensible price and an efficient management already in place.
The fundamental principles applied by Buffett in analyzing potential investments are a worthy breakdown of business investing. In this case, the use of this analysis is important is separating the worthwhile investments from the rest. In this approach, Buffett uses value investing as opposed to the growth investing methodology used by most investment bankers and analysts.
When compared, the cyclical period sometimes places some benefits on growth investing. However, by following the principles advocated by Buffett, and taking the purchases as long-term investments, one is sure to get better returns. Therefore I do agree with Buffett’s principles owing to the tangible benefits they beget.
The IRR of investment in MidAmerican Corp in the attached spreadsheet is 57.68%. A crosscheck with Calculate Stuff results in an IRR of 55.51%.
The stock market and the acquisition of PacifiCorp by Berkshire Hathaway
Using the stock market as an indicator, the acquisition of PacifiCorp by Berkshire Hathaway is a welcome move that yielded sufficient gains. The price purchase of $5.1 billion has created value as indicated by the share price movements. The stock price for PacifiCorp increased from a low of $113 in January 2013 to a high of $165 in January 2017 and a current share price of $145. As such, the share price metric indicates that the acquisition of PacifiCorp was a worthwhile investment.
Investors (shareholders) respond to the PacifiCorp announcement
Investors’ response to the deal to acquire PacifiCorp indicates their confidence in the value the utility firm will create for Berkshire Hathaway Energy. The deal increases the market value of Berkshire, and possibly the share price as well. This implies an increase in such additional valuations as the price to earnings. In addition, given Buffett’s investing philosophy, he is definitely getting a favorable price for it as compared to the market value of the firm….
Warren Buffet investment philosophies
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The Kulak Operation
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Please read J. Arch Getty’s article, “‘Excesses are not permitted:’ Mass Terror and Stalinist Governance in the Late 1930s,”(Russian Review, January 2002, Vol. 61 Issue 1, pp. 113-138 – available via UMUC library resources) .
Getty is among the so-called “revisionist” historians who downplay Stalin’s personal role in the conduct of the Terror.
In a 4-5 page paper, please explain what was the “kulak operation” and evaluate how Getty characterizes Stalin’s impact on this operation.
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Other Instructions: Citations of sources for quotations and borrowed ideas in your text should be indicated using endnotes in Chicago Manual-style.
All of the page number instructions assume an 8.5″ by 11″ page, 1″ margins, double-spaced text, and 12-point font.
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What are the major components of economic macroeconomic schools of thought in the US today? (Hint: Chicago School, Keynesian, Neo Keynesian, Neo Classical, Supply Side, Trickle Down, Libertarian, Austrian School, Other?)
How do they differ from or compare to the Cambridge School?
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Major components of economic macroeconomic schools of thought in the US today
Chicago School
The Chicago school of macroeconomics is a sub-branch of the Neo-classical school of economic thought albeit with a few divergent views. The school of thought developed from intense discussions by Professors in the University of Chicago, whose ideas were mainly price based. The main identifying component of the Chicago style of macroeconomics is the preference for the monetarist theory as opposed to the Keynesian approach.
However, as with all other schools, the development of economic theory in the 20th century brought a mix of ideas from both the saltwater and freshwater schools (Ebeling, 2006). A case example for the Chicago school of macroeconomic thought is the adoption of concepts of rational expectations, sticky wages, and imperfect competition. Notable mentions from the Chicago school include Eugene Fama, Milton Friedman, and Lars Peter Hansen.
Keynesian economics
The Keynesian school of macroeconomic thought bases its theories on the works of John Maynard Keynes. The main proposition by Keynesian economists is the need for government intervention to manage the business cycle. The Keynesian school of thought is a major proponent of the aggregate demand approach of macroeconomic evaluation. The concepts of sticky wages and imperfect competition represent rigidities in the macroeconomic system for which the Keynesian economists attribute the failure to streamline the system of supply and demand through fiscal and monetary policy (Evans & Makepeace, 1979, pp. 40 – 43).
Neo Keynesian
The neo Keynesian school of macroeconomics is a post-war attempt at synthesizing the ideologies of John M. Keynes and the neo classical approach to macroeconomic theory. The fusion of market control, supply and demand, and rational choice theory came together to provide the foundations of the neo-Keynesian economics. The neo Keynesian approach began taking shape after monetarist economists cast doubts on the Keynesian theories.
The neo Keynesian approach then resulted from finding a middle ground between the Keynesian and Monetarist approaches to the analysis of the macroeconomic environment. The result of these studies was the development of the neo classical synthesis, which gave rise to the IS-LM model and the Philips curve (Arestis, 1992; Lavoie, 2014).
Neo-Classical
The neo classical economic school of thought is a collection of economists, whose ideas revolve around the exchange of goods through the assessment of outputs, and the distribution of factors through market supply and demand. The neoclassical model makes three key assumptions: rational preferences among consumers, maximization of utility and profits for consumers and producers respectively, and independent activities of consumers based on perfect information.
Varying scholars contest on a number of issues surrounding neo classical school of economics. First is the dominance of either marginalism or utility, second is whether the approach is a radical change from classical economics or simply a continuing development of ideas, and third, the numerous ideologies and differences between views and approaches aggregated into the classical approach (Weintraub, 1993; Hansen & Ohanian, 2016).
Economic macroeconomic schools of thought in the US today
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Systems Theory Theoretical Orientation
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When you begin work with couples and families, you likely will conclude after only a few cases that all couples and families are different in at least a few ways. Members of these couples and families individually belong to many different population subgroups, with each group exerting cultural influence. Based on conflict resolution traditions or power distance index of a certain culture, for instance, you may need to modify the theoretical approach you take with a client with that background.
Keep in mind that the classroom study of theory and intervention integration cannot provide a description of how to modify or tailor your theory to all the potential relational and cultural presentations you will see. It should, however, provide you with a solid foundation and a toolbox with which to work.
For this Discussion, select a cultural consideration (related to race, ethnicity, religion, gender, sexual orientation, etc.) and think about how this consideration may impact the application of your theoretical orientation when working with couples and families. Then, reflect on how you might modify interventions in professional work in which this consideration is present.
Systems Theory Theoretical Orientation
By Day 4 Post a brief description of the cultural consideration you selected. Then, explain two challenges of applying your theoretical orientation to address this cultural consideration when working with couples and families. Explain how you might modify evidence-based interventions to be more culturally sensitive and responsive. Justify your response using evidence-based articles.
Required Readings
Gurman, A. S. (2010). Clinical casebook of couple therapy. New York, NY: The Guilford Press. Chapter 13, “Searching for Mutuality: A Feminist/Multicultural Approach to Couple Therapy” (pp. 281–306) For the first attachment if the assignment the questions are highlighted.
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Raising Mathematics Achievement in Your Own Classroom
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Raising Mathematics Achievement in Your Own Classroom
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Integrate what you have learned into one comprehensive plan for raising geometry and measurement achievement in your own classroom. The plan should include aspects from each week of the course and should be no longer than five pages.
Specifically, your plan will include:
o In Figure 19.2 on page 377 of Van de Walle et al. text (2013), a recommended sequence of instruction for measurement is provided.?
Reflect on your measurement instruction and the Common Core State Standards (or your state math standards).?
How will you incorporate this sequence into your own classroom instruction?
o Examine “The van Hiele Levels of Geometric Thought” (see Figure 20.1 and pages 403-406) from our text Elementary and Middle School Mathematics: Teaching Developmentally (Van deWalle et al., 2013).?
How will the van Hiele levels of geometric thought inform your planning and teaching of geometry concepts?
o Leinwand (2009) discusses ten instructional shifts to increase student achievement in Accessible Mathematics.?
Choose three instructional shifts that you would like to incorporate into your classroom.?
Why did you choose these three specific shifts?? How will you implement these shifts effectively into your own classroom? Give specific examples. Link: Math core measures: http://www.corestandards.org/Math/
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Real World Problem
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After completing the readings from Accessible Mathematics (Leinwand, 2009), complete the following activities.
• Choose a geometrical or measurement concept.
• Relate the concept to a real world situation or context.
• Write a problem based on the concept and the context.
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In addition, address the following questions:
• What questions might arise from this situation?
• What questions might your students ask?
• What answers might your students give?
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This is a measurement concept that measures the area occupied by an object. To make the concept a bit more understandable, the concept will be related into a real world situation, a problem will be written based on the concept and the context students will be allowed to ask questions and give answer to the problem (Starcic et al.,2013)…
Problem
During dry season, Agnes buys water from “Clean Water and Hygiene shop”. This problem attracts the students’ attention and is a motivator of students’ interest (Wilder, 2013). The questions that might arise from this problem are:
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Operations Strategy at Galanz
The case study is about operations Strategy at Galanz
Students are to write about this case.
Read and analyze the case and apply the critical thought process as practiced during the in-class exercises. The case must be evaluated from an operations perspective.
Provide a high-level executive summary of the situation from a long term, strategic perspective. In this summary, also include comments as to how well the daily operations align with the company’s strategy. As in the business world, perfect information is not available. Only the facts as written in the case study are available for your analysis.
Develop an action plan and explain in detail the support for this plan, using operations as a basis for your decision. Note: there is no single correct answer for this part of the assignment. Building a strong operational business case from an operations perspective will earn maximum points for this element of the assignment.
Next, answer the questions at the end of the case. Your responses must be clear and concise in relation to concepts from the textbook and class discussions. Direct citations to sections of the text and possible direct pages are required.
It is anticipated that total responses will require approximately ten to twelve pages of typed text. A title page is required. Twelve-point font either Time New Roman or Calibri is required in M/S Word, double spaced with one inch or equivalent metric margins top, bottom and sides of pages.
Assignment scoring:
Content directly relates to concepts from class and the textbook. 20 points
The analysis reflects critical thinking and supports a business case 20 points
Operations based business case recommendation 20 points
Satisfying the format requirements for structure and length 20 points
Total points 80
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Case study – Operations strategy at Galanz
Guangdong Galanz Enterprises Group Co. Ltd., whose headquarters is in Shunde in Guangdong province of the South of China, began as Guizhou Down Product Factory. The company was founded in 1978 by Liang Qingde as a township enterprise that produced down feather products for export. Owing to increasingly rapid infrastructural changes, government restrictions, and increased business risks, Liang senior decided to halt the operations of the company and conduct market research on a new venture.
His research indicated that microwave ovens were a viable product to manufacture in China. Major factors behind this decision included the increasing growth of the Chinese economy, the stability of the product, and the low initial demand for the product and competition level in the market (Ng, Li, Zhao, Xu, & Lei, 2010, pp. 2 – 4).
Liang Qingde decided to take on the challenges of the microwave oven business head on and began the planning for the production in the early 1990s. Such challenges included finding suitable technical expertise, the purchase of expensive machinery from overseas, and the adoption of foreign technology that required a huge investment. Galanz commenced production in 1992, and by 1995, they were selling 250,000 ovens, taking 25.1% of the domestic market and the position of the leading Chinese manufacturer of microwave ovens (Ng, Li, Zhao, Xu, & Lei, 2010, pp. 4, 13).
In the beginning, the company suffered from the lack of any form of competitive edge. However, owing to the foresight and strategic thinking of the founder, the firm made due with the absence of a competitive edge by making use of the available resources: cheap labor and land. These resources allowed Galanz to produce their products cheaply and, therefore, sell them at a lower price in the market.
Considering the low income in China, as well as the projected economic growth, the low pricing approach endeared a large consumer group that was interested in obtaining convenient equipment, but who were still budget conscious (Ng, Li, Zhao, Xu, & Lei, 2010, pp. 3, 4). Galanz, using this strategy, ensured the increase of demand over the years, which surged to about 25 million in 2003.
The growing demand for microwave ovens led to the need for Galanz to change tact. For example, with the annual demand of 25 million microwaves in China, the company was unable to keep up with the capacity owing to the production limitation of a key component known as a magnetron, which was only 16 million annually.
As such, Liang Qingde decided to outsource its production to meet the current and long-term needs of the enterprise (Ng, Li, Zhao, Xu, & Lei, 2010, p. 4). Such strategies involved the decision to shift operational organization for the benefit of the firm. In this case, the firm adopted two tactics to aid with the long run strategy to continue growth and profitability.
In its chosen strategy of a low cost production approach, Galanz opted to use two tactics; Transfer of the production lines through OEM agreements, and launching of a price war in the markets. In a long-term view, Galanz collaborated with several firms within the supply chain to increase production capacity and reduce costs through OEM agreements. Such other partners included customers such as Fillony and suppliers in Japan and Europe.
The nature of such agreements extended to a number of competitors such as Toshiba, Whirlpool, GE, and Sanyo (Ng, Li, Zhao, Xu, & Lei, 2010, pp. 4 – 5). Such agreements involved the use of excess capacity of such firms and the low cost methods of Galanz to create a winning combination for all parties involved.
A second approach involved the launch of price wars in the microwaves market. After the successful use of low cost production, Galanz followed through with a price reduction strategy across the market, the goal of which was to gain a larger market share. This approach involved repeated price cuts in a bid to reduce the market share of their competitors. Galanz used an improvement model where they based the price of the microwave ovens on the unitary production costs as plotted on a growth curve (Ng, Li, Zhao, Xu, & Lei, 2010, pp. 5 – 6).
The expansion of production capacity allowed for additional cost savings and therefore added economies of scale. At the end of the price cutting strategy, the firm had managed to oust several competitors and solidify their position as the dominant players in the Chinese microwave oven market.
After the success of Galanz in its two approaches used in conquering the Chinese market, the firm looked to other strategies to grow. These included the adoption of a new pricing strategy, transformation of the operational and manufacturing approach, and a shift in the organizational structure. Galanz chose to use a new strategy based on the market acceptance of the products.
For the manufacturing and operational approach, the firm chose to shift from EOM to ODM. Such a move involved the production of magnetron in-house, increasing investment in R&D, and vertical integration of the supply chain to enhance self-sufficiency (Ng, Li, Zhao, Xu, & Lei, 2010, pp. 6 – 8)….
Operations Strategy at Galanz
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